While there may be valid scenarios where SS ties are justified, they should be used judiciously and with a clear, well-documented rationale. The key is to strike a balance between accurately representing task dependencies and maintaining a schedule that is clear, transparent, and adaptable to changes. High numbers of SS ties can introduce confusion, complexity, and the risk of schedule delays, which can hinder effective project management.
- Ambiguity: A high number of SS ties can introduce ambiguity and lack of clarity in the schedule. It may become challenging to determine why SS ties are used and how they affect task dependencies.
- Unconventional Logic: SS ties represent a less common type of task dependency compared to finish-to-start (FS) ties, which are more intuitive and widely understood. The use of SS ties can deviate from conventional project management practices and potentially lead to confusion among team members and stakeholders.
- Misrepresentation of Dependencies: SS ties may not accurately represent the real-world relationships between tasks. This can lead to inaccuracies and distortions in the schedule, making it difficult to assess the impact of delays or changes accurately.
- Limited Transparency: A schedule with a high number of SS ties may lack transparency and clarity, making it difficult for team members and stakeholders to understand the sequence of work and task relationships.
- Complexity: SS ties can add complexity to the schedule without clear benefits. This complexity can hinder effective communication, coordination, and management of the project.
- Reduced Resource Allocation Flexibility: SS ties can introduce constraints on resource allocation, limiting the flexibility to allocate resources based on project priorities and availability.
- Resource Overallocation: The use of SS ties may lead to resource overallocations, as resources may be assigned to tasks that may not necessarily depend on each other in a logical manner.
- Misleading Reporting: Introducing SS ties can result in misleading progress reporting. It may appear that certain tasks are progressing according to schedule, when in fact, they may be delayed.